Fairlawn Country Club in Akron, Ohio, is proving that meaningful progress starts with member trust. Under General Manager Dennis J. Courtney, Jr., MBA, CCM, the 108-year-old club has taken a deliberate approach to modernization, securing nearly unanimous member approval for a $5.5 million project that will enhance dining, racquets, and golf facilities while expanding family and year-round programming.
In this conversation, Courtney shares how mentorship, strategic communication, and a clear sense of purpose guided Fairlawn through one of its most significant reinvestments in its history.
Dennis J. Courtney, Jr., MBA, CCM, General Manager, Fairlawn Country Club
Club + Resort Business (C+RB): You’ve held leadership positions at several well-known clubs, including Ocean Reef Club and Woodmont Country Club. How have those experiences shaped your leadership approach at Fairlawn?
Dennis J. Courtney, Jr., MBA, CCM (DC): I’ve been fortunate to work with exceptional leaders who became mentors—people like Brian Pizzimenti at Woodmont CC [Rockville, Md.) and Michael Leemhuis, Paul Astbury, and Giovanni Melis at Ocean Reef Club [Key Largo, Fla.]. Mentorship has played a huge role in my development. I also worked at Orchard Lake Country Club [West Bloomfield Township, Mich.] and spent time in hotels, but private clubs have always stood out to me. They’re unique communities built on relationships, and that’s what drew me in.
C+RB: Give us a sense of Fairlawn’s size and scope. What defines the club today?
DC: Fairlawn has about 500 members and was founded in 1917 by C.W. Seiberling, who also co-founded Goodyear. There’s a lot of history here—it was created as a retreat from the industrial center of Akron and remains a place for members to escape and connect. We’re focused on preserving that legacy while continuing to evolve. Recently, members approved a $5.5 million project to improve nearly every part of the property.
C+RB: What are the key elements of that project?
DC: The overall goal is to make Fairlawn a year-round club. We’re enhancing the dining complex, building a new golf shop with two indoor simulators, creating a new lounge, upgrading staff and youth activity spaces, improving the racquets complex, and redoing the parking lot. It’s the first major project our members have approved in more than 30 years, and we had an 89 percent approval rate, which shows how aligned the membership is.
C+RB: How did you build that kind of alignment?
DC: It came down to clear communication and patience. When we first presented the plan a year earlier, it fell short by six votes. That turned out to be a blessing, because it gave us time to listen more closely and refine the proposal. When members saw the plan reflected their feedback, the support followed.
C+RB: What challenges have you faced since taking the role?
DC: My first Christmas Eve here, I got a call that the clubhouse was flooding due to a burst pipe. It wasn’t the introduction I expected, but it pushed us to make needed updates faster. A few months later, we had a small fire in the racquets building. Those experiences tested us early, but they also strengthened the team and helped set the tone for the improvements we’re now making.
C+RB: You have a background that combines both operations and finance. How does that perspective influence your decision-making?
DC: It’s all about balance. Every manager has an obligation to use members’ resources responsibly while creating the best possible experience. I never planned to go into clubs—I was in hotels—but when I was recruited by Ocean Reef, I learned quickly how vital food and beverage operations are to member satisfaction. The mentors there helped me understand how to think strategically while still focusing on service.
C+RB: Tell me about Fairlawn’s food and beverage program. What makes it special?
DC: We offer a mix of tradition and creativity. The menu changes seasonally, but we also have long-standing favorites that members love, like the annual clambake. Our culinary team does a great job of balancing innovation with heritage. We have three kitchens on property, including a halfway café where one of our long-tenured team members has been baking fresh pies and breads for over 25 years. It’s become a signature part of the experience here.
C+RB: What broader trends are you seeing in member expectations, and how are you responding?
DC: Members today want more curated, personalized experiences. They might request a wine dinner under the stars or a private tasting on the golf course. It’s about understanding each member’s preferences and delivering something meaningful. Wellness continues to be a major focus, and we’re also looking at expanding fitness and integrating more technology into the club.
C+RB: What challenges are most pressing for clubs right now?
DC: Many clubs are managing an aging membership while trying to attract younger families. We’ve made that a priority through our youth spaces and programming. Staffing and retention can be tough for some clubs, but we’re fortunate to have an incredibly loyal team. We recently celebrated a 50-year work anniversary, and several of our staff members have been here for more than three decades. That stability is a big part of what defines Fairlawn.
C+RB: How do you see the general manager role evolving in the next few years?
DC: I think clubs are starting to view the GM or COO role more like a CEO position. It’s no longer just about running day-to-day operations. It’s about strategy, talent development, and long-term culture. With so many GMs nearing retirement, the next generation will need to be more well-rounded than ever. They will need ot be comfortable with finance, technology, and people leadership. Cultivating and retaining talent will be just as important as maintaining the club itself.
